Cyber Security Strategy
A strategy earns its value when it changes what happens day to day. Turn your security risks into clear priorities, named owners and a plan your Board can fund and track.
Get a view of the gaps, the investment needed and who owns each step. Keep technical teams and the Board working towards the same goals.
Why this matters
A cyber security strategy is a plan for protecting your organisation and choosing what to improve first. For financial services, it should connect security spending to customer protection and the services people depend on. We turn separate concerns into clear priorities, owners and practical steps.
Start with what could harm your customers or interrupt important services. A risk to online account access may need a different response from a problem with an internal tool.
We review the risks and existing safeguards, then explain the choices in plain terms. Leaders can see why each action matters and how it supports the business.
Security depends on how people work, as well as the systems they use. A plan should account for staff, suppliers, offices and the information moving between them.
We identify where routines, responsibilities or access need to change. This helps the plan fit day-to-day work instead of becoming a document people struggle to follow.
Buying more technology does not always address the most important weakness. The first task is to understand which safeguards are missing, poorly set up or not being used.
We put improvements in a sensible order, with costs, owners and progress measures. Your team can explain what each investment is expected to improve.
A virtual Chief Information Security Officer, or vCISO, provides senior security leadership without requiring a full-time appointment. The role helps connect technical work with business decisions.
We help guide delivery, challenge progress and keep leaders informed. Your organisation keeps ownership of its decisions, supported by clear advice and current evidence.
Requirements depend on your regulated activities, the data you use and where you operate. We work with your security, risk and compliance teams to turn the relevant duties into actions, owners and evidence.
Understand compliance in practice · See the West Brom case study
How we help
Explore the support available. We shape the work around your organisation, priorities and existing team.
A gap analysis compares your current safeguards with what your business needs. It looks beyond policy documents to how people, systems and processes work in practice.
How we help
We review the evidence, speak with the teams responsible and identify weaknesses in the way security is managed. For a financial firm, the impact on customer data and important services helps set priorities.
You get a clearer starting point for the strategy, with gaps explained in business terms rather than a long list of unexplained technical scores.
Discuss your prioritiesA target operating model describes how your security function should work. It covers responsibilities, skills, processes and the tools needed to support the business.
How we help
We help define the split between internal teams and outside providers, along with reporting lines and decision points. This can expose work that has no owner or tasks being repeated by different teams.
The result is a practical picture of how security should run, so leaders can plan staffing, support and investment with clearer expectations.
Discuss your prioritiesA roadmap sets out the improvements needed over time. It connects each piece of work to a risk or business need, rather than starting with a shopping list of products.
How we help
We help order changes across people, processes and technology. Dependencies, delivery capacity and the impact on customer services shape what comes first and what can follow later.
Leaders can see the reasons for investment and track progress. The plan can be reviewed as threats, business priorities and the organisation itself change.
Discuss your prioritiesA virtual Chief Information Security Officer, or vCISO, provides senior security leadership without necessarily being a permanent full-time employee. The role connects technical risks with business decisions.
How we help
We help leaders review priorities, challenge progress and make informed choices about security investment. Oversight supports the people delivering the plan and raises issues that need senior attention.
Your organisation keeps a clear direction as projects and risks change. The level of support and the decisions it covers are agreed around your needs.
Discuss your prioritiesBoard reporting turns detailed security information into an account of business risk. For a financial firm, that includes what a weakness could mean for customers, data and important services.
How we help
We help select useful measures, explain changes and link open issues to owners and actions. Reports distinguish completed tasks from evidence that safeguards are working.
Leaders get a concise basis for decisions about priorities, funding and remaining risk, rather than a dashboard of numbers with little explanation.
Discuss your prioritiesGovernance is the way an organisation assigns responsibility and makes decisions. Without it, a security strategy can become a document that nobody is clearly responsible for delivering.
How we help
We help agree who owns each risk, who approves changes and when progress is reviewed. Issues are raised to the right level, with evidence and a clear decision needed.
The strategy stays connected to daily work. Teams know what they are responsible for, and leaders can see when priorities or resources need to change.
Discuss your prioritiesHow we help
Build on the work you already have. Focus effort where it can make the most useful difference.
Review current safeguards, responsibilities and evidence before deciding what to change. Recognised frameworks can help organise the assessment, but the business impact should guide the priorities. For financial firms, consider customer information and the services customers rely on. The result should explain the main gaps, the evidence behind them and which issues need early attention, giving the strategy a clear starting point.
Turn the assessment into a practical plan for people, processes and technology. Connect each proposed change to a risk or business need and explain why it belongs in the plan. Agree priorities, owners and dependencies over the coming years. This gives leaders a clearer basis for investment and helps delivery teams understand the order of work. Review the direction when business needs or risks change.
A strategy needs continued attention once the work starts. Senior oversight helps resolve competing priorities, keep ownership clear and raise issues that delivery teams cannot settle alone. Use regular reviews to compare progress with the intended outcomes. Reports should show decisions needed, remaining gaps and changes to the plan. This keeps the strategy connected to practical work rather than leaving it as an approved document.
West Brom Building Society · In practice
The business need
West Brom Building Society needed a clear direction for cyber security alongside major business change.
What changed
A Board-approved three-year strategy brought priorities, investment and ownership together in one plan.
Completed a NIST gap analysis of the current and target state.
Created a three-year information and cyber security strategy.
Redesigned the operating model and established a vCISO function.
Aligned technical plans with a £100m digital transformation.
Start a conversation
Bring your business priorities. We will help shape the security plan around them.
Tell us about your context, priorities and challenges. We will discuss the support that fits and what the next steps could look like.
Free practical guides
Practical guidance to help you spot gaps, ask better questions and decide where to focus. Explore a guide to see what’s inside.
If you decide why and how personal data is used, you are the controller. A supplier using it on your instructions is a processor. Under UK GDPR, the UK’s data protection rules, you must:
TPRM is a way to manage risk, not one law for every supplier. Duties depend on the data, relationship and sector. Logica helps you turn these checks into practical work.
Get the free supplier risk guideFor financial firms within its scope, DORA sets legal duties across technology risk, incident reporting, testing and supplier oversight. Your firm remains responsible when services are outsourced.
DORA is not a blanket UK rule. EU operations or supplying EU financial firms may bring duties or contract requirements. Logica helps you assess the gaps and plan the work.
Get the free DORA guide